CHAPTER - I

INTRODUCTION

Organizations are increasingly spending more money annually on training

with the belief that it will give them a competitive edge in the local and global

market. Training as an organizational intervention may be defined as a well

thought of set of activities aimed to facilitate learning of knowledge, attitude,

and skills among its people in the organization to improve their current job

performance and contribute to the achievement of organizational goals. On the

other hand, development pertains to long-term planned efforts to enhance the

total growth of human resource that will lead to the fulfillment of personal and

organizational goals.

Employee training is the important sub-system of Human Resource

Development. Employee training is a specialized function and is one of the

fundamental operative function or human resource management. Training is the

process of increasing the knowledge and skills for doing a particular job. It is an

organized procedure by which people learn knowledge and skills for a definite

purpose. In other words training improves, changes, moulds the employee’s

knowledge, skills, behavior, aptitude and attitude towards the requirement of the

job and organization.

 Dale S. Beach defines the training as “the organized procedure by which

people learn knowledge and skills for a definite purpose”.

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Training is crucial for organizational development and success. It is fruitful to

both employers and employees of an organization. An employee will become

more efficient and productive if he is trained well. Training is indispensable and

becomes strategic if it takes into account long-term organizational goals and

objectives. Having goals such as development of new and better products,

expanding to a global market, and developing a workforce with core

competencies are strategic.

TRAINING IS GIVEN ON FOUR BASIC GROUNDS

 New candidates who join an organization are given training. This training

familiarizes them with the organizational mission, vision, rules and

regulations and the working conditions.

 The existing employees are trained to refresh and enhance their

knowledge.

 If any changes take place in technology, training is given to cope up with

those changes. For instance, purchasing new equipment, changes in

technique of production, computer impartment. The employees are trained

about use of new equipments and work methods.

 When promotion and career growth becomes important. Training is given

so that employees are prepared to share the responsibilities of the higher

level job.

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TRAINING EVOLUTION

The process of examining a training program is called training evaluation.

Training evaluation checks whether training has had the desired effect. Training

evaluation ensures that whether candidates are able to implement their learning

in their respective workplaces, or to the regular work routines.

Purposes of Training Evaluation: The five main purposes of training evaluation

are:

 Feedback: It helps in giving feedback to the candidates by defining the

objectives and linking it to learning outcomes.

 Research: It helps in ascertaining the relationship between acquired

knowledge, transfer of knowledge at the work place, and training.

 Control: It helps in controlling the training program because if the

training is not effective, then it can be dealt with accordingly.

 Power games: At times, the top management (higher authoritative

employee) uses the evaluative data to manipulate it for their own benefits.

 Intervention: It helps in determining that whether the actual outcomes are

aligned with the expected outcomes.

PROCESS OF TRAINING EVALUATION

A. Before Training: The learner’s skills and knowledge are assessed before

the training program. During the start of training, candidates generally

3
 perceive it as a waste of resources because at most of the times candidates

are unaware of the objectives and learning outcomes of the program.

Once aware, they are asked to give their opinions on the methods used

and whether those methods confirm to the candidates preferences and

learning style.

B. During Training: It is the phase at which instruction is started. This

phase usually consist of short tests at regular intervals

C. After Training: It is the phase when learner’s skills and knowledge are

assessed again to measure the effectiveness of the training. This phase is

designed to determine whether training has had the desired effect at

individual department and organizational levels. There are various

evaluation techniques for this phase.

D. Techniques of Evaluation: The various methods of training evaluation

are: Observation, Questionnaire, Interview, Self diaries and Self recording

of specific incidents.

NEED AND IMPORTANCE OF THE STUDY

An employee being the main source for production and the employee’s

contribution plays a significant role in shaping modern organization. An

organization to care of its employee’s Knowledge, Skill, Abilities and

performance which indirectly contributes to the organization success. Employees

4
can develop their performance only when they are given training in particular

skills which they are lacking.

Indian Cement Industry is the second largest in the world. Indian Cement

Industry as a key core sector player has to play an important role in creating a

world class economy. There has been tremendous growth of activities in the

Indian Cement Industry in terms of modernization, in order to keep pace with

such modernization / expansion due to technological development, a strong

manpower base equipped with latest development has to be built with in Cement

Industry, New Training initiative has to be taken at all levels. A Training main

objective is to develop the employee knowledge and skills. This study is focused

on the evaluation of training activities, and helping the trainer to deliver good

training to the Cement Industry employees.

OBJECTIVES OF THE STUDY

 To identify the need and importance of training programme in Kesoram

Cements.

 To study the training objectives and methods in Kesoram Cements.

 To analyze the role of trainer in importing the training programme.

 To examine the evaluation of training activities in Kesoram Cements.

 To suggest suitable measures to improve the training programme in the

organizations.
5
SCOPE OF THE STUDY

In the survey an attempt has been made to analyze the evaluation of

employee training practices of Kesoram Cement Industries Limited,

Basanthnagar, District – Karimnagar, Andhra Pradesh. This study covers the

evaluation of employee training practices and it also covers the need

identification, objectives and methods of training and the role of trainer. The

study was conducted only for 6 weeks.

METHODOLOGY OF THE STUDY

The data that must be gathered primary and secondary sources.

 Primary data: The primary data, which is first hand information, will be

gathered by the researcher from employees of organization. The data can

be obtained from these people by surveying questionnaire face to face

interaction between researcher and respondent and critical observation

method of day to day work environment.

 Secondary data: Secondary sources of data which is collected from the

annual reports, magazines, books, general, official files etc., in all the

above helps to gathering data.

 Data processing of analyzing: Data, which is gathered by administering

questionnaires, was processed in simple manner to determine the

evaluation of employee training practices. Every response was assigned

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 some score basis on this overall training programme was determined for

data representation various tables and graphs can be used.

 Sampling Technique: The technique used for selecting the sample is non

probabilistic convenience. Each employee has been given with one

questionnaire to fill.

 Sample Size: A sample of 64 respondents is selected each employee filled up

the questionnaire.

 Research Instrument: The structural questionnaire with multiple choices, the

data collected from the survey has been tabulated and analyzed. The data is

represented graphically by using bar charts for easy understand ability.

 Questionnaire: Questionnaire is the testing tool of this study a questionnaire is

a formalized set of questions for collecting information. Its function is

measurement the questionnaire is administered by the means of personal

interview. The questionnaire constrained clear concept of the needed

information about the training..

LIMITATIONS OF THE STUDY

The following are the limitations of the study:

a. It is not possible to take the opinions of all the employees at Kesoram

Cement Industries Limited, Basanthnagar, only 64 of them have been

covered in the study. The generalization made on the basis of the sample

study, may or may not hold good for the entire population.

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 b. Maximum care is taken to get the opinions without prejudice; however it

may not reflect the opinions of all the members of the organization.

c. The study was conducted for a limited period of time and the results can’t

be generalized to the whole universe.

CHAPTERISATION

In order to achieve the objective of the study, the following scheme of

chapterisation has been adopted. The study is divided in to four chapters based

on the content of the study.

The first chapter, which is naturally an introduction of the concept, deals

with the theme of the study along with need and importance of the study based

on which the research is to be pursued has been given.

The second chapter deals with the study of company in various regards

such as company history, company data and organization development discussed

in this chapter.

The third chapter is completely devoted to examine the analyzed of data.

The fourth chapter presents the summary, conclusions and suggestions

of the research.

8
 COMPANY PROFILE - II

ABOUT INCEPTION OF THE INDUSTRY

Kesoram cement is a division of kesoram industries limited. The latter is 6

decade old company belonging to the House of Birla’s. It has interests in areas like

textiles, rayon, refractories, spun pipes, tyres and cement.

Kesoram cement was established in 1968with one kiln and other balancing

equipment to produce 2.5lakh tons of cement p.a it has the distinction of being the

first cement unit in the country to employ dry process technology for cement making

and for installing an ESP for de-dusting the Kiln waste gasses. Further it was

expanded to 9:00 lakh tons by way of unit No II, 2.00 lac tons in 1971. And 2.5 lakh

tons in Aug ,1978 by installing unit No. III, 1.13 lakh tons in Jan, 1981 and 0.87

lakh tons in September 1981 by way of modification.

The track record of kesoram cement has been excellent in terms of surplus

generation, providing employment opportunities to the local population environment

protection and rural development. In recognition of its excellent performance it has

honored by deveral awards, both at National and state Level. Kesoram cement has

succeeded in establishing perfection between it self and the best industrial relations

recorded with virtually no strikes and lockouts during the last 20 years of working

conscious of role has leading industrial unit in the area. Kesoram cement has made

substatial contribution in the field of education, health care, environment protection,

9
social forestry, agricultural development, transportation, development of religious

centers and social upliftment at local level.

Company is contributing about Rs.1200 crores per annum to the state

exchequer in there form of commercial tax. Royalty, land revenue etc..

So also an amount of Rs.25.00 crores per annum is paid to govt. of india towards

central excise duty.

 SUPREME PERFORMANCE:

One of the largest cement plants in Andra Pradesh, the plant incorporates that

latest technology in cement making.

It is professionally manage and well established cement manufacturing company

enjoying the confidence of the consumers. Kesoram has outstanding track record

in performance and productivity with quite a few national and state Awards to its

credit.

BIRLA SUPREME, the 43 Grade cement is a widely accepted and popular

brand in the market, commanding a premium.

However to meet the specific demands of the consumer. Kesoram bought out

the 53 grade BIRLA SUPREME- GOLD, which had special qualities lilke higher

fineness, quick setting, high compressive strength and durability.

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 SUPREME STRENGTH :

Kesoram cement had huge capitive limestone deposits. which make it

possible to feed high grade limestone consistency. Its natural gray colors in an in –

born ingredient and gives good shade.

Both the product offered by kesoram i.e BIRLA SUPREME-43 grade and

BIRLA SUPREME-53 grade cement are outstanding with much higher compressive

strength and durability.

 D.C.S SYSTEM :

Clinker making process is a key in overall cement making process.in the case of

BIRLA SUPREME GOLD, the clinker-making process is totally computer

controller. The distributed control systems (DCS) constantly monitors the process

and ensure operating efficiency. This eliminates variation and ensures consistency in

quality of clinker.

 SUPREME PROCESS :

Close-circuit cement grinding process involving highefficiency separators

manufacture BIRLA SUPREME. This ensures uniform and high equality in cement,

which in turn contribures to its superior strength and optimum setting time.

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SUPREME EXPERTISE:

The best technical team exclusive to kesoram, man the plant ant monitor the

process, to blend the cement in just the required porporitions, to make a BIRLA

SUPREME GOLD of rock Strength.

 CAPTIVE POWER:

For uninterrupted power supply, a captive thermal power plant of 15 MW

capacities has been installed at Kesoram.

This would ensure consistency in the supply of cement even during power-

cut periods. This is in addition to the D.G. sets generating 8 MW of power.

 I.S.O. 9002:

All quality systems of kesoram have been certified under I.S.O. 9002/I.S.I 4002,

which proves the worldwide acceptance of the products.

All quality systems in production and marketing of the product have been certified

by B.I.S. under I.S.O. 9002/I.s.I. 4002

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 FEATHERS IN KESORAM’S CAP:

Kesoram has outstanding treck achieving over 100% capacity utilization in

productivity and energy conservation. It has proved its distinction by bagging

several national and state awards noteworthy being.

ECO-FRIENDLY:

Kesoram has been doing its best for protecting the environment and

maintained the ecological balnce in the area.

Appropriate pollution control equipments have been installed in the plant.

Lot of a forestation measures have been taken and green belts developed and lacs of

trees have been planted in a around the factory. Mine, township and in the nearby

area. Thanks to the massive tree plantation drive over the years. Basanthnagsar has

become a paradise with lush greenery, beautiful landscapes and avenues. The tree

planation is so dense that it has virtually droned the township.

It’s but natural that the ambient temperature in the township is now less by

3-4c compared to the nearby Ramagundam, one of the hottest spot in the country.

It’s in the fitness of things that kesoram’s senior president; Shri K.C. JAIN

has been recommended by the state government to the central government for the

prestigious “Vrikshamithra” national award.

QUALITY POLICY:
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 The company is committed to produce and deliver quality cement and

clinker as per customer’s requirement in compliance with applicable standards and

continually improve the effectiveness of the quality management system with an

aim to enhance customer satisfaction.

THIS SHALL BE ACHIEVED BY:

Improvement in quallity of raw material inputs.

Progressive increase in productivity and equipment efficiency.

Total involvement of employees through participate management activities.

Enhancing individual skills through training and motivation.

Reduction of chronic losses.

Technological innovation.

ENVIRONMENT POLICY:

Kesoram cement is engaged in manufacturing of cement, is committed to

project the environment through continual improvement by reducing pollution,

energy, water consumption and maintaining clean and green environment by

implementing environmental Management system as per ISO-14001.

OBJECTIVES:

Reducing the dust emissions and other pollutants from all sources.

Comply with relevant environment legislation and regulation as applicable to our

plant operation.
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Maintaining clean and green environment by plantation programs.

Preserving natural resources by reducing energy and water consumption.

Providing training to all the employees for achieving the required objectives and

target, subject to review.

This policy available to all our employees and can be made available to public

on demand.

OCCUPATIONAL HEALTH &SAFETY POLICY :

Kesoram cement is committed to continual improvement in occupational

health safety performance, and strives to achieve target of zero accident.

TO ACHIVE THIS, THE OBJECTIVES ARE:

To improve work facilities to reduce risk by implementing occupational health

and safety management programs.

To create awreness and involve all employees and interested parties in

implementing OHS policy and objectives.

To comply with applicable legislation and other regulations.

To reduce leakages to create a health and safe environment.

To further improve the health measures by implementing the system of

periodical medical check up of the employees.

VISION: 2005

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 The members of kesoram cement family, continuously pursuit for excellent

cement quality and customer satisfaction are committed to achieve cost

leadership optionally utilizing our resources by:

1) Striving for ‘ZERO’ accidents ‘ZERO’ quality complaints and ZERO down
fine.
2) Enhancing individual skill through training and motivation.
3) Total involvement through participative management activities.
4) Creating health and safe enviroronment.
5) Continuous efforts for improving productivity.
6) To be market leader in the cement sector and a role model by setting bench

marks in process and productivity.

7) To achieved excellent through application of training program management.

CORE VALUES:

1) To make the contribution for the advancement of the society and

humanity.

2) To help the public and government to take up construction activities for

individual/ national development.

Awards

Kesoram has outstanding track record, achieving over 100% capacity utilization,

productivity and energy conservation. It has proved its destination by bagging several national

and state awards, noteworthy being.

No. YEAR AWARDS National &

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 State

1 1984 Best family planning in the state State

2 1985-86 National productivity award National

3 1986-87 Mines safety National

4 1987-88 Best industrial promotion / expansion State

5 1987-89 productivity award State

6 1988-89 Best industrial promoter State

7 1988-89 Expansion effort in the State State

8 1988-89 Award for contribution given for rural State

economy

9 1989 Best family planning effort State

10 1989 YajmanyaRatna State

11 1988-90 Community development programs State

12 1988-90 Energy conservation National

13 1991 May day award of the government of Andhra State

14 1991 Pradesh
Pundit for beat management
Jawaharlal Nehru rolling trophy for State

15 1993 best national

Indira productivity
Gandhi memorialeffort
national award for State

excellence in industry

17
16 1994 Best industrial rebellion award State

17 1994-95 Rural development chief minister environment State

18 1995 and
Bestmineral conservation
industrial award
rebellion award State

19 1995-96 Best effort of an industrial unit to develop National

20 1996 rural
Shri economy.
S.R Rungta award for social awareness State

for best rural development and Efforts.

21 1996 Best workers welfare. State

22 1996-97 Best family welfare award State

23 1999 First prize for mine environment And State

pollution control for the 3rd year in succession.

24 2001 Vana mithra award from Andhra Pradesh State

25 2002 Government.
Company has got OHSAS-18001

(Occupational Health and Safety Assessment

Series Certification from DNV, New Delhi.

26 2003 Three First Prizes in HORTICULTURE

SHOW (for Sapota, Banana & Carambola

Frunits held at Karimnagar organized by Asst.

Director of Horticulture in connection with

shatavahana kalotsavaalu.

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27 2004 Award for the Best Efforts put in by Kesoram

cement for PROTECTING THE

ENVIRONMENT. Presented by the Godavari

Pradushana pariharana paryavarana

parirakshana Gavakshamu (GPPPPG) on the

occasion of “Earth Day” celebrations at

Godavarikhani on 22.04.2004

28 2005 Award for the Best Efforts put in by Kesoram

cement for PROTECHTING THE

ENVIRONMENT. Presented by the Godavari

Pradushana pariharana paryavarana

parirakshana Gavakshamu (GPPPPG) on the

occasion of “HIROSHIMA DAY” celebrations

at Godavarikhani on 06.08.2054.

29 2006 “Outstanding Achievement Award” by All

India Manufactures ‘Organization (A P State

Board) for the year 2006. Award received by

the Sr.President Sri K C jain, form the

Governor of A.P. H.E., Shri N D Tiwari on

17.09.2007 at the Annual Function & Bharat

Ratna Dr. M Visweswaraya Industrial Awards

19
 Function of AIMO, at Jubilee Hall, Hyderabad.

30 2007 Best management Award from the Andhra State

Pradesh Government.

31 2008-09 Excellence in workers welfare State

32 2010 Best management award National

Production: Last 23 years production of Kesoram Cements industry, Basanth Nagar.

Year Production in tones

2000-01 692424

2001-02 727447

2002-03 735012

2005-06 1046166

2006-07 1056742

2007-08 1199445

2008-09 1267554

2009-10 1374645

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 CHAPTER – 3

Theoretical framework of

Career Management

21
22
3.1 INTRODUCTION ABOUT CAREER MANAGEMENT

Career Management is the combination of structured planning and the active

management choice of one's own professional career. The outcome of successful career
management should include personal fulfillment, work/life balance, goal achievement
and financial assurity.

Effective human resource management encompasses career planning, career

development and succession planning. An organization without career planning and
career development initiatives is likely to encounter highest rate of attrition, causing
much harm to their plans and programmes. Similarly without succession planning,
manning of vacancies, particularly at higher levels, become difficult. With the increase
scope for job mobility and corporate race for global headhunting of good performers, it
is now a well-established fact that normal employment span for key performers remains
awfully short. At times it is even shorter than 3 years. This again strengthens the need
for effective career planning, career development and succession planning.

3.1.1 MEANING AND DEFINITION OF CAREER:

Career is a sequence of attitudes and behavior associated with the series of job
and work related activities over a person’s life time. As the literal definition of career
focuses on individually perceived sequence, to be more accurate, career may be either
individual-centered organization-centered. The word career covers all types of
employment ranging from semi-skilled through skilled, and semi professional to
professional. The term careers have often been restricted to suggest an employment
commitment to a single trade skill, profession or business firm for the entire working
life of a person. In recent years, however, career now refers to changes or
modifications in employment during the foreseeable future.

There are many definitions by management scholars of the stages in the

managerial process. The following classification system with minor variations is widely
used:

1. Development of overall goals and objectives,

23
 2. Development of a strategy (a general means to accomplish the selected
goals/objectives),

3. Development of the specific means (policies, rules, procedures and activities) to

implement the strategy, and Systematic evaluation of the progress toward the
achievement of the selected goals/objectives to modify the strategy, if
necessary.

3.1.2 Goals/objectives Development

The career management process begins with setting goals/objectives. A

relatively specific goal/objective must be formulated. This task may be quite difficult
when the individual lacks knowledge of career opportunities and/or is not fully aware
of their talents and abilities. However, the entire career management process is based
on the establishment of defined goals/objectives whether specific or general in nature.

The time horizon for the achievement of the selected goals/objectives - short
term, medium term or long term - will have a major influence on their formulation.

1. Short term goals (one or two years) are usually much more specific and limited
in scope. Short terms goals are, of course, are easier to formulate.
2. Intermediate goals (3 to 5 years) tend to be less specific and more open ended
than short term goals. Both intermediate and long term goals are more difficult
to formulate than short term goals because there are so many unknowns about
the future.

3. Long term goals (5+ years), of course, are the most fluid of all. Lack of life
experience and knowledge about potential opportunities and pitalls make the
formulation of long term goals/objectives very difficult. Long range
goals/objectives, however, may be easily modified as additional information is
received without a great loss of career efforts because of experience/knowledge
transfer from one career to another.

4. Making career choices and decisions – the traditional focus of careers

interventions. The changed nature of work means that individuals may now

24
 have to revisit this process more frequently now and in the future, more than in
the past.

5. Managing the organizational career – concerns the career management tasks of

individuals within the workplace, such as decision-making, life-stage
transitions, dealing with stress etc.

6. Managing 'boundary less' careers – refers to skills needed by workers whose

employment is beyond the boundaries of a single organization, a work style
common among, for example, artists and designers.

7. Taking control of one's personal development – as employers take less

responsibility, employees need to take control of their own development in
order to maintain and enhance their employability.

3.1.3 Significance and advantages of career development:

1. It reduces employee turnover by providing increase promotional avenues

2. It improves employee’s morale and motivation.
3. It enables organizations to man promotional vacancies internally, thereby,
provide opportunities to reduce the cost of managerial recruitment.
4. It ensures better utilization of employees’ skills to provide increased work
satisfaction to employee.
5. It makes employee adaptable to the changing recruitment of the
organization.
6. It reduces the industrial disputes related to promotional matters and thereby
provides opportunity to the organization to sustain harmonious industrial
relations.
7. Career development program being an objective description of career
progression, it ensures equitable promotional decisions even for women and
minorities in an organization.
3.1.4 Purpose and objectives of career development:
1. To attract and retain effective persons in an organization.
2. To utilize human resources optimally.
3. To improve morale and motivation level of employees.

25
 4. To reduce employee turnover.
5. To practice a balanced promotion from within policy
6. To make employees adaptable to changes.
7. To increase employees loyalty and commitment to the organizations.
8. To maintain harmonious industrial relations.
9. To inculcate equitable employment practices providing equal career
progression opportunities to women and minorities.
3.2 DIFFERENT STAGES OF CAREER DEVELOPMENT PROCESS

In order to design suitable career development programme, it is necessary to

understand the different stages of an individual employee. Actual stages from
individual to individual for obvious difference in perceived internal career. However,
career development stages, keeping in view the general requirements of people at
different hierarchical stages, may be grouped under following four categories.

1. EXPLORATORY STAGE:

This stage starts when a new employee joins the organization. An employee
with his qualification and knowledge when joins an organization finds him in an
apparent mismatch condition which even cannot be set right with induction programme
of the organization. It takes quite some time for him after thorough training to become
adaptable with the organization and more particularly with his job assignment.

Therefore, it is essential for the organization to sustain the behavioral as well as

operational deficiencies to help him to develop in the course of time. The best solution
at this stage is to allow the new entrant to perform some specific job and to confer
freedom in functioning. Some companies even allow the new entrant to undergo a
compulsory job rotation for reasonable time period. The purpose of such job rotational
is to allow the employee to select his preferred job from a wide range of available jobs
in the organization. However, for obvious functional specialties and different
educational requirements, such scheme is not successful in Indian organizations.

2. ESTABLISHMENT STAGE:

After a new entrant chooses his career from different given alternatives, he
needs to be provided with a regular feedback on his performance. Such performance
26
feedback enables the new employee to understand effectiveness of his performance and
at the same time he can also initiate required corrective action to make good of his
functional deficiencies. A successful career development process at establishment
stage, therefore, is important to retain employees in the organization and at the same
time to develop a sense of loyalty and commitment to the organizations.

3. MAINTENANCE STAGE:

This is a mid – career stage for employees, who strive hard to retain their
established name and fame. Therefore, at this stage employees need to put their
continuous efforts for self development. For an organization, career development
process at this stage, therefore, calls for renewing and updating the skills of employees
particularly in the context of changing environment to help employees to overcome
their mid career crises. Therefore, this stage is crucial and unless the organization
adopts suitable career development programme, it may face high employee turnover,
who are in their mid age group.

4. STAGE OF DECLINE:

Employees at this stage being prepared for retirement, get scared from
possible threat of reduced role of responsibilities in the organization. Such complexity
is behaviorally associated with old age of employees which unless set right through
suitable career development programme, may even render such employees in efficient
or misfit for the organization. Career development process at this stage, therefore,
should aim at helping the employees to get mentally prepared for retirement rituals,
particularly to prepare them to accept a reduced role and responsibilities, so that, they
can find them accommodative with family and society in later for their life.

3.3 PERFOMANCE APPRASIAL AS CAREER DEVELOPMENT

Performance appraisal is a part of career development. The latest mantra being

followed by organizations across the world being – "get paid according to what you
contribute" – the focus of the organizations is turning to performance management and
specifically to individual performance. Performance appraisal helps to rate the
performance of the employees and evaluate their contribution towards the
organizational goals. Performance appraisal as Career Development leads to the
27
recognition of the work done by the employees, many a times by the means of rewards
and appreciation etc. It plays the role of the link between the organization and the
employees’ personal career goals. Potential appraisal, a part of Performance appraisal,
helps to identify the hidden talents and potential of the individuals. Identifying these
potential talents can help in preparing the individuals for higher responsibilities and
positions in the future. The performance appraisal process in itself is developmental in
nature.

Performance appraisal is also closely linked to other HR processes like helps to

identify the training and development needs, promotions, demotions, changes in the
compensation etc. A feedback communicated in a positive manner goes a long way to
motivate the employees and helps to identify individual career developmental plans.
Based on the evaluation, employees can develop their career goals, achieve new levels
of competencies and chart their career progression. Performance appraisal encourages
employees to reinforce their strengths and overcome their weaknesses.

3.4 Career Planning

Career planning is a subset of career management. Career planning applies the

concepts of Strategic planning and Marketing to taking charge of one's professional
future.

3.4.1 Career planning and career development process:

The dynamics and complexities of career development process have been made
amply clear through earlier discussions. It is clear that career development process
cannot be undertaken in isolation. Some issues are to be taken care of by the
organization itself, while some others are concerning the individual employees. Thus an
improved career planning process is the joint responsibility of both the organization and
the employee. Internal career needs (of individual employee), therefore, need to be
integrated with the external career opportunities (of the organization). Unfortunately,
organizations do not interact with the employees to understand their perceived career
needs, instead they depend on guess work to assume the needs, motives and anchors
and move them around on discretion. Such practices, therefore, lead to employees’
dissonance. Thus for having good and improved career development process it is

28
necessary both for the organization and the employees to understand each other’s need
and opportunities.

Career Development process should be made compatible to the changing needs

of the employees in their life cycle. These calls for creating flexible opportunity
structures and career paths to enable employees to identify them with such role
positions at different stages of their life-cycle.new employees should have adequate
opportunities to gain on-the-job knowledge and experience, so also to undergo training
and education programs for enriching job skills.

Improved career development process should also appreciate changing social

values with respect to work, life and leisure. Work, per se, is differently perceived by
different people. For some, it is a source of self-fulfillment, creative pursuit, future
growth and development, rising to the higher corporate ladder, etc. different employees
is at different places in the Maslow’s Hierarchical Needs ladder. Hence, different
yardsticks should be employed for each employee depending upon his/her perception of
values.

Career Development process, therefore, should consider these aspects, or otherwise, the
whole exercise will suffer from the problem of employee dissonance.

3.4.2 Steps of career planning process:

Career planning process involves different activities or step in an organization. Such

steps are listed below:

Preparing Personnel Skills Inventories

The first step is to prepare personnel skills inventories. Such skills inventory is
an information system which contains data on employee’s skills and career goals. In
addition, there are required data banks, which provide following information.

 The organization structure and the persons manning different positions in the
organization, their age, education, experience, training and career goals, status,
duties and responsibilities.
 The performance record and ratings, inter-personal abilities of the employee.
 Their preferred location, desires and constraints.
29
  Whether the present strength is short or surplus to the requirements, if it is short,
the extent of shortage at different levels and the organizational resources
available to make good such shortages in future. If it is surplus, the measures
available to redeploy them through proper restructuring. Future requirement of
manpower for expansion of the company or for natural wastages like; death,
disability, retirement, discharge and dismissal, resignation, etc.
In most of the organizations, such information are computerized and
periodically reviewed and updated. After preparation of personnel skill inventories and
additional data, it is necessary to develop career paths for employees.

Career paths are logical mapping out of jobs, which represent a potential
progression tract that an employee may follow over time. Such mapping of job
progressions are done in the form of career ladders clubbing together similar lines of
occupation n job families. Job families are groups of homogenous job, i.e., job with
similar characteristics. An illustrative model of career paths for marketing jobs is
presented below.

3.5 FUTURE OF CAREER PLANNING AND DEVELOPMENT IN INDIA –

ORGANISATIONAL ISSUES

In India we do not have any empirical studies worth the name on Career
Planning and Development. New challenges like, market globalization, deregulation
and total quality management have now made it imperative for organizations to
restructure their career planning and development programs to retain best talents.
Companies like; Bajaj Auto, Arvind Mills, Gujarat Ambuja, Reliance Industries,
Bombay Dyeing, Hindustan Lever, Crompton Greaves. TATA’s, etc. have now brought
in many perceptive changes which can be listed as below:

Most of the companies no consider employees as their important assets. The

concept of total quality management considers every employee as customers (internal)
to the organization. Making employees entrepreneurs for the organization and
empowering them, I no compelling the organization to re-design career progression
tracks to attract and retain the best employees. Making people psychologically prepared

30
for ownership, some organizations are also experimenting with flatter organization
structure with adequate decentralization.

Organizations are now more keen to get rid of those employees who are now
redundant due to changing requirements, by offering golden handshake, rather than
developing these persons for better redeployment. In addition, organizational
restructuring programmes are now rendering many employees surplus and it has
become a major problem for the organizations to redeploy employees in restructured
jobs. career panic has now become a global issue. most of the organizations fearing
employee turnover, are now working on designing jobs which can offer employees
recognition, creativity (by lateral transfers etc.), challenges and empowerment.

3.6 SUCCESSION PLANNING:

Growth and survival of the organization are the responsibilities of the top
management. To fulfill such responsibilities each organization need to plan
management succession. Succession planning is done in different time frames to
ensure the availability of right managerial personnel at the right time in right positions
for continuing organizational vitality and strength. Most of the organizations plant for
immediate requirements matching with their budgets and business plans. To avoid this,
good organizations try to make succession planning in three different time frames, i.e.
immediate (within one year), intermediate (1 to 5 years) and long range (beyond 5
years). Prevailing managerial attitude, i.e. a potential threat from successor, which may
not sustain the desire of the managers to cling to their chairs, also stand against the
success of the succession planning.

31
3.6.1 Steps of succession Planning:

The first step is to prepare and develop a management staffing plan for all
anticipated needs in different time frames. For important position at top managerial
level, such planning should be done even for shorter duration, keeping in view the
potential threat from eventual natural wastages and so also from job switch and change
(which has now increased many times for obviously enhanced scope of job mobility).
Other effects of external factors like economic factors, overall man power factor should
also be considered while making such plan.

The second step is staffing and development. Staffing is concerned with

recruitment, selection and placement. Selection and placement may be either done
from outside or from within the organization through promotion and transfer/. In many
organizations, management adopts what they call grooming process for filling up
important managerial positions. A manager is groomed by giving temporary
assignments, attaching him/her with the highest officer are sometimes designating to
the potential promote as Officer on Special duty.

The third step is to ensure congenial organizational environment to retain the

desired managerial personnel. Unless this is done, the whole exercise for developing a
successor may have to be repeated.

The fourth step is to develop a good performance appraisal system to get

feedback on managerial performance and to review their progress and short false.

Preparation of management resource inventory is the final step in the succession

planning. Such inventory contain details of personal data, performance records, skills,
potential, career goals and career parts of managerial personnel.

32
CHAPTER – 4

Data Analysis &

Interpretation

33
 1. Do you aware of the employee development programs?
Table 4.1

Aware of employee Percentages of

Employee response
development programs respondents (%)

YES 83 83%

NO 17 17%

TOTAL 100 100%

Fig 4.1

INTERPRETATION:

About 83% of employees said that they were much aware of the development
programs. It is because of by conducting meetings and counseling to all the employees
in the organisatiion.17% of employees said that they don’t know much about their
development programs, it may be due to lack of understanding or not interested in
knowing those activities.

34
 2. Do you feel the promotion system yield the right kind of the people at the right
places?
Table 4.2

Promotion system
Percentages of
to right people at Employee response
respondents (%)
right place

YES 63 63%

NO 26 26%

CAN’T SAY 11 11%

TOTAL 100 100%

Fig 4.2

INTERPRETATION:

About 63% of employees accepts that they yields right place in the promotion by
considering the work done by them and their performance in the organization and 265
of employees did not agree with the promotion system in their organization. It may be
because of disputes a raised with the head of the department, only 11% of employees
couldn’t answer because they might not been aware of this promotion
system.Depending on the attitudes of the employees and the work done by them they
yield promotions at right place.

35
 3. How you are compensated by the organisation?
Table 4.3

Compensation to Percentages of
Employee response
employees respondents (%)

YEARLY 54 54%

WEEKLY 11 11%

MONTHLY 35 35%

TOTAL 100 100%

Fig 4.3

INTERPRETATION:

We can clearly say that the employees in the organization are mostly
compensated yearly i.e. 54% because many of the employees are employed on contract
basis and remaining employees are compensated monthly i.e. 35% for their work done
in the organization and weekly basis to some employee’s i.e. 11%.

36
 4. What is the basis of career development in your organization?
Table 4.4

Employee Percentages of
Basis of career development
response respondents (%)

BASED ON SKILL 54 54%

FAVOURITISM 17 17%

RELATION WITH 29 29%

MANAGEMENT

TOTAL 100 100%

Fig 4.4

INTERPRETATION:

About 54% said that the career development is based on their skills and
talent. 29% of employees career development is based on the relationship with
management in the organization and remaining 17% is based on employees favoritism.
This development will be favourable according to the employees.

37
5. Do you think career development in your organization is satisfactory?

Table 4.5

Career development program Employee Percentages of

is satisfactory response respondents (%)

YES 29 29%

NO 48 48%

CAN’T SAY 23 23%

TOTAL 100 100%

Fig 4.5

INTERPRETATION:

Here we can say that 48% of employees were not satisfied with their
career development activities in the organization, it may be because of lack of
activities given to them. 29% of employees were somewhat satisfied with
present career development programs and remaining 23% of employees could
not say anything about their organization development activities.

38
6. By whom you are getting advices for your career planning?
Table 4.6

Employee Percentages of
Whom you are getting advices
response respondents (%)

HR MANAGER 34 34%

COLLEAGUES 17 17%

YOUR IMMEDIATE 29 29%

SUPERIOR

OTHERS 20 20%

TOTAL 100 100%

FIG 4.6

INTERPRETATION:

About 34% of employees get the advices from their HR Manager by giving his
valuable suggestions and guidance to improve their career, 17% of employees said that
they get the advices from their colleagues in which they help each other in improving
their career. Only 29% of employees agreed that they get advices from their immediate
superiors and 20% of employees get from the others who may be outside the
organization.

39
 7. Are the advices relevant to your career development?

Table 4.7

Advices relevant to career Employee Percentages of

development response respondents (%)

YES 60 60%

NO 17 17%

CAN’T SAY 23 23%

TOTAL 100 100%

FIG 4.7

INTERPRETATION;

About 60% said that they get relevant advices from their superiors and
colleagues which helps them for their career development programs and 17% did not
agree that the ideas they get are not relevant to their career development and remaining
23% of employees could not tell anything about it because the advices might not fulfill
their development activities. The advices given to them should be always helpful in
their career planning.

40
8. Do you think you are comfortable with the present organization career development
programs?

Table 4.8

Comfortable with present Employee Percentages of

development programs response respondents (%)

YES 40 40%

NO 43 43%

CAN’T SAY 17 17%

TOTAL 100 100%

Fig 4.8

INTERPRETATION:

About 40% of employees were comfortable with the present organization career
development programmes. They might feel all the facilities given to the employees in
the organization are comfortable to them. But, 43% of employees were not comfortable
with the present organizational career development programmes and remaining 17% of
employees were either comfortable or not but, they did not support their answer.

41
9.How many times you got the promotions in your organization?

Table 4.9

Number of times promotions in Employee Percentages of

organization response respondents (%)

ONLY 1 TIME 43 43%

2 TIMES 32 32%

3 TIMES ABOVE 11 11%

NOT BEEN PROMOTED SO 14 14%

FAR

TOTAL 100 100%

Fig 4.9

INTERPRETATION:

About 43% of respondents got promotion only once in the

organization. 32% of employees got promotions twice in the organization. 11% of
employees got promotion more than three times because the organization was happy
with their skills and talent used in the organization and has been promoted number of
times. Remaining 14% of employees has not been promoted due to lack of their skills
and the work done by them in the organization.

42
10. How many years an employee in the organization been promoted?

Table 4.10

Number of years employee Employee Percentages of

promoted in organization response respondents (%)

5-11 YEARS 23 23%

10-15 YEARS 29 29%

15 YEARS ABOVE 48 48%

TOTAL 100 100%

Fig 4.10

INTERPRETATION:

Many of the employees in the organization are promoted in 5 to 10 years

and we got maximum 43% response from the employees. 32% of employees in the
organization has been promoted for 10 - 15 years and remaining 11% of employees in
the organization been promoted more than 15 years.

43
 11. Do you feel career counseling is necessary for career development?

Table 4.11

Employee Percentages of
Is career counseling necessary
response respondents (%)

YES 60 60%

NO 23 23%

CAN’T SAY 17 17%

TOTAL 100 100%

Fig 4.11

INTERPRETATION;

About 60% of respondents agree that they need career counseling for their
development. It helps them to improve their skills and will know the purpose of the
career development. They should have perfect planning in their career, but, 23% of
respondents disagrees that counseling is not necessary for the employees. They feel
that they should learn themselves by doing the work in the organization, and remaining
17% of respondents couldn`t felt whether the counseling is necessary or not.

44
12. Is your organization gives preference for internal promotions?

Table 4.12

Internal preference for Employee Percentages of

promotion are given response respondents (%)

YES 23 23%

NO 49 49%

CAN’T SAY 28 28%

TOTAL 100 100%

Fig 4.12

INTERPRETATION:

Here we can clearly observe that 23% of employees agreed for the internal
preference for promotions in the organization because they will be given preference
basing upon their work or written exam conducted by the organization, 49% of
employees disagrees that there will be no internal preference for promotion in the
organization by not observing their talent and also due to partial disputes in the
organization. 28% of employees were not answerable for given question whether the
internal preference for promotion is given or not.

45
13. Is women employees are considered for promotion in your organization?

Table 4.13

Women employees are considered Employee Percentages of

for promotion response respondents (%)

YES 60 60%

NO 17 17%

CAN’T SAY 23 23%

TOTAL 100 100%

Fig 4.13

INTERPRETATION;

About 60% said that there will be equal preference given to women employees
in the organization for promotions .17% of employees did not agree that women
employees are not considered for the promotion in the organization because there might
be disputes among themselves in the organization and remaining 23% of employee said
that they are either can’t agree or disagree with the given statement.

46
14. How does your organization identify your talent?

Table 4.14

Identifying your talent in Employee Percentages of

organization response respondents (%)

BY COMPETENCIES 23 23%

BY RESULTS 23 23%

BY TRUST 54 54%

TOTAL 100 100%

Fig 4.14

INTERPRETATION:

From the above pie diagram, 54% of employees said that their talent is
recognized by trust (i.e.,by employee`s attitude, personality, perception) . 23% of employees
were identified with the help of results given by the organization and remaining 23% of
employees talents were identified by their competencies. There will be a competition among
them in the organization. If the work given to them is completed then they can be praised by
their higher officials in recognizing their talent.

47
15. What is your level of understanding of the company’s quality management system?
Table 4.15

Level of understanding Employee Percentages of

company’s quality management response respondents (%)

MUCH TOO MUCH 14 14%

TOO MUCH 14 14%

JUST RIGHT 46 46%

TOO LITTLE 17 17%

MUCH TOO LITTLE 9 9%

TOTAL 100 100%

Fig 4.15

INTERPRETATION;

About 46% of respondents were just right in understanding their company’s

quality management system. 14% of respondents were much too much and also too
much in level of the understanding this system and 17% of respondents were too little
in understanding this quality system and remaining 9% of respondents were very much
little in understanding this quality management system.

48
16. How do you rate overall relationship between the company and its employees?

Table 4.16

Relationship between company Employee Percentages of

and employees response respondents (%)

EXCELLENT 6 6%

VERY GOOD 40 40%

TYPICAL 11 11%

FAIR 29 29%

POOR 14 14%

TOTAL 100 100%

FIG 4.16

INTERPRETATION:

From the above diagram, it is said that 40% of respondents agree that they
have strong relationship between the company and employees. It is because of mutual
understanding between themselves in reaching their targets, 29% of respondents agree that
they have a fair relationship between the company and employees because they might felt
that company won’t be cooperative with them. 14% of respondents rate their relationship
very poor and 11% agree that it’s very typical to tell about the overall rating but only 6% of
respondents agree that they have an excellent rating relationship.

49
17. How do you rate the company’s business prospects for the next five years?

Table 4.17

Rating company’s business Employee Percentages of

prospects response respondents (%)

EXCELLENT 11 11%

VERY GOOD 34 34%

TYPICAL 17 17%

FAIR 23 23%

POOR 15 15%

TOTAL 100 100%

Fig 4.17

INTERPRETATION:

From the above graph, 34% of employees agreed that they will have a very good
improvement in their organization for the next five years by fulfilling their targets and
achieving them and only 11% of employees said that they will have excellent results for the
next 5 years.17% of employees said that there will be an typical result because there should
fulfill their targets and 23% of employees said that it is fair in rating their business prospects
and 15% said that it is very poor in rating their business prospects for the next five years.
18. If you were to describe yourself, you would say that you are? (Tick more than one)
50
Table 4.18

Employee Percentages of
Describing yourself
response respondents (%)

OUTGOING 0 0%

CREATIVE 20 20%

ANALYTICAL 20 20%

SHY 0 0%

RESERVED 2 2%

ORGANISED 7 0%

CONFIDENT 45 52%

EMOTIONAL 6 6%

TOTAL 100 100%

51
FIG 4.18

INTERPRETATION:

From the above chart, we can observe that every employee in this
organization is so confident in themselves in completing their work and we got maximum
response 52% from all the employees. Remaining 20% are analytical and creative in doing
their work for the development of the organization and 6% are emotional and 2% are reserved
but they should overcome this and should feel free to express themselves.

52
19. How would you describe your relationship with the staff?
Table 4.19

Employee Percentages of
Relationship with staff
response respondents (%)

FULLY SATISFIED 23 23%

SATISFIED 65 65%

NOT SATISFIED 6 6%

CAN’T SAY 6 6%

TOTAL 100 100%

Fig 4.19

INTERPRETATION:
From the above graph, it is clearly shown that 65% of employees in the
organization themselves were satisfied with their staff and colleagues because they feel the
organization as their and feel responsible working in it and 23% of employees are fully
satisfied with their staff. They help each other in sharing their work and to reach their
targets .6% of employees were not satisfied with their staff because of competition among
themselves and remaining 6% of employees were not having genuine answer to give.
20. Do you feel your organization fulfill corporate social responsibility?

53
 Table 4.20

Fulfilling corporate social Employee Percentages of

responsibility response respondents (%)

YES 63 63%

NO 26 26%

CAN’T SAY 11 11%

TOTAL 100 100%

Fig 4.20

INTERPRETATION:

From the above pie diagram, 63% said that they are satisfied in fulfilling
corporate social responsibility because every organization will follow the ethical values
and cultural values, 26% of employees were not satisfied with the corporate social
responsibility in their organization and 11% of employees said that they can’t say about
the corporate social responsibility in their organization

54
 CHAPTER - V

CONCLUSIONS & SUGGESTIONS

 The post graduates education is plays a good role to get the correct

information about the opinions of employees.

 The most of the employees are opinioned that the interacting with the

employees about the training need identification.

 The majority of the employees are agree with the objectives of the

training program were achieved.

 The most of the employees required the both the training programmes to

reach the organizational objectives.

 The training programme atmospheres enhanced learning process and

build teamwork among the employees.

 Majority of the employees are opined the trainers have sufficient

knowledge, communicate well and trainers are open, honest and fair to all

employees at the training programme.

 The most of the employees are agree with the training programmes

providing the Psychological support, increasing the productivity,

Promoting teamwork, Improving the communication skills and Promoting

community self-help of employees.

55
  The employees strongly agree and agree with the enough time was

devoted to each module and enough time was given for feedback from the

participants at the training programme.

 The majority of the employee are agree with the language used in the

training sessions was easy to understand.

SUGGESTIONS

 Training in a specific method is not sufficient in fulfilling the required

training needs in the organization.

 It is better if the management conducts the training programs regularly.

 It is suggested that training also provide to overcome the stress.

 Communication skills should be maintained in order to make employees

aware of the latest Development and Improvement in different functional

areas of the Organization.

 The Organizations should provide guidance to the employees and see to it

that they are satisfied with their work.

 Training duration should also be conducted even more sufficient.

 Interaction of trainer and trainee should be encouraged.

 Training program should be formed in a manner which aims at employees

and organization’s futures needs.

56
 QUESTIONNARE
1. Do you aware of the employee development programs?
i)yes ii)No

2. Do you feel the promotion system yield the right kind of the people at the right
places?
i)Yes ii)No iii)Can’t say

3. How you are compensated by the organization?

i)Yearly ii)Weekly iii)Monthly
4. What is the basis of career development in your organization?
i)Based on skill ii)Favouritism iii)Relation with management

5. Do you think career development in your organization is satisfactory?

i)Yes ii)No iii)Can’t say
6. By whom you are getting advices for your career planning?
i)HR manager ii)Colleagues iii)Your immediate superior iv)Others

7. Are the advices relevant to your career development?

i)Yes ii)No iii)Can’t say

8. Do you think you are comfortable with the present organization career development
programs?
i)Yes ii)No iii)Can’t say

9. How many times you got the promotions in your organization?

i)Only 1 time ii)2Times iii)3 Times above iv)Not been

promoted so far

10. How many years an employee in the organization been promoted?

i)Yes ii)No iii)Can’t say

11. Do you feel career counseling is necessary for career development?

i)Yes ii)No iii)Can’t say

12. Is your organization gives preference for internal promotions?

57
 i)Yes ii)No iii)Can’t say

13. Are women employees considered for promotion in your organization?

i)Yes ii)No iii)Can’t say

14. How does your organization identify your talent?
i)By competency ii)By results iii)By Trust
15. What is your level of understanding of the company’s quality management system?
i)Much too much ii)Too much iii)Just right iv)Too little iv)Much too
little

16. How do you rate overall relationship between the company and its employees?

i)Excellent ii)Very good iii)Typical iv)Fair v)Poor

17. How do you rate the company’s business prospects for the next five years?

i)Excellent ii)Very good iii)Typical iv)Fair v)Poor

18. If you were to describe yourself, you would say that you are? (Tick more than one)
i)Outgoing ii)Creative iii)Analytical iv)Shy
v)Reserved vi)Organised vii)Confident viii)Emotional
19. How would you describe your relationship with the staff?
i)Fully Satisfied ii)Satisfied iii)Not Satisfied iv)Can’t Say
20. Do you feel your organization fulfill corporate social responsibility?
i)Yes ii)No iii)Can’t say

BIBILIOGRAPHY

S.No Author Paper/Book Publisher/magazine Vol.No. Year

1. P.Subba Rao Human resources Himalaya III 1986

& Ind. relations

2. K.Aswathappa Personnel mngt & Tata Mc graw hill I 1991

Human resources

58
3. Patrick forsyth Career III 2002
management

4. Peter Herriot Career 1992

management
challenge

5. mondy Human resources

WEBSITES:

www.pepsi.co.in.

www.hr.com.

www.encyclopediabritinnica.com.

59